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14 results for “corporate messaging”
...messaging, corporate crisis management, Like, all these playbooks that they teach at business school were very specific to a time and place that had a very small number of centralized media outlets with tremendous influence and control. But but but a
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from transcript26:11 – 27:24
...to things like corporate citizenship out in the world, but you you have to be mindful of the way that people are receiving things. So the way, Bob, that we did things at Starbucks back in the, you know, mid twenty tens in a different political enviro
12:40 / 13:53
from transcript12:40 – 13:53
...messaging is consistent and clear and concise across those three sets of constituents. And I think that's really important. And I think it's something that sometimes people take for granted. Let me give you an example. You could have change in your o
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from transcript29:08 – 30:17
...studied messaging for about thirty years now and have a knack and a system for being able to help you clarify your message. I know how painful it is to sit there looking at a blank cursor blinking on a screen and not know what to say. So that's empat
29:58 / 31:04
from transcript29:58 – 31:04
...part of corporate missions. As you talk to business leaders, what do you find is effective in helping them understand their broader responsibilities to stakeholders? Daniel Goleman (3zero 30 It's an interesting question, Jeff. Couple of years ago, th
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from transcript28:28 – 29:31
...corporate brand, like, the whole idea that there's, like, a corporate, like, trademark and then the whole idea that you like as a business, you basically load everything into that thing and that that thing, whether it's General Electric or internatio
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from transcript6:01 – 7:39
...of a corporate CEO for a very long time was to get up on stage and just say absolutely nothing in any sort of public event. I actually was on a board with the CEO who very firmly believed this and he literally would come off stage having very deliber
6:11 / 9:04
from transcript6:11 – 9:04
sort of get their get their message out there or or their their company's message. Yeah. So this is a good so there's a good subtle point in this that you're mentioning and Mark alluded to earlier, which is, like, people don't trust companies and you
1:35:55 / 1:37:04
from transcript1:35:55 – 1:37:04
as they're happening from the people around the table. Absolutely. I mean, you've been there as a as a journalist, and you get these thousands of spammy emails a week saying, you know, dear x, will you put my CEO on your show? And for you, you know,
6:55 / 8:06
from transcript6:55 – 8:06
And likewise, how hurt are your employees if they're finding out something that you've already been talking about externally? So make sure that we've level set up all the key messages that we're sharing with each constituent is consistent and clear a
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from transcript30:00 – 31:02
Bob, I really appreciate you asking me, and I hope I can come back. Oh, yeah. We'll have Corey back. While he can't share all his private conversations, he gives us a window into how business leaders are thinking and acting and struggling. What stood
35:16 / 36:08
from transcript35:16 – 36:08
...a messaging framework so that a company could clarify their message into some sound bites that get people to pay attention. There's something there. They wrote a book called Building a StoryBrand, and that book took off. So, suddenly, I was a messagi
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from transcript6:43 – 7:50
...have been a a key part of corporate missions.
27:42 / 28:51
from transcript27:42 – 28:51
If you switch the order of operations, you will likely, get a slow response or just no response. Right? We've all put a Slack message in a channel and got crickets and tumbleweed. So really starting off with selling the person and making sure that th
11:58 / 13:02
from transcript11:58 – 13:02
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